Study On The Operation Status And Development Countermeasures Of The Top Three Cba Clubs In 2016-2017 Season

China professional basketball league has gone through the 22 years,from "two division" in charge to "two brands,one team".League management is also feeling the stones to cross the river for reform to find a way out.This paper adopted the method of documentation,expert interview method,field survey method,questionnaire survey method,mathematical statistics of 2016-2017 season CBA league top 3: the Guangdong tigers,Xinjiang club and operation situation of Liaoning HengYe three club,through to the three club organization management,institutional Settings,operating status,build up the ranks of coaches and athletes team construction research and analysis,summed up the three clubs problems: one is single club organization setup,power and responsibility is not clear;Second,the change of club title is not conducive to building brand culture;Third,the ticket sales channel is single,lacking the ticket information communication platform;Fourth,the television relay market has not been fully developed;Fifth,the coaching staff is insufficient and their responsibilities are not detailed.Therefore,feasible countermeasures are proposed to provide reference value for better and faster development of each club and CBA league.And draw the conclusion:1.The three clubs are relatively single in the establishment of institutions,and the boundaries of rights and responsibilities are relatively vague.2.The three revenue sources of clubs are team sponsorship,ticket revenue,on-court advertising,basketball association grants and others.It relies on naming and ticket sales,which account for more than half of its revenue.3.Guangdong team changed title twice,Liaoning team 5 times and Xinjiang team 8 times.Frequent name changes are not conducive to the formation of club brand culture and weaken the cultural identity in the hearts of fans.4.As a professional basketball club,the broadcasting income should be the main source of the club's income.The broadcasting income of the three clubs is far from enough.5.Guangdong Hongyuan club leads other CBA clubs in ticket revenue.Xinjiang Guanghui club and liaoning Hengye club have a high attendance rate,but the total amount of ticket revenue is small.All three clubs can buy tickets through both online and offline channels.6.The team logo of the three clubs is too single,lacking of culturalconnotation and high-quality commercial event promotion.The fans products of Xinjiang team have many kinds and quantities,while the fans of Guangdong team and Liaoning team have little single product development.7.The three clubs are not specific enough in the allocation of coaches,and the athlete security system needs to be improved.Development countermeasures:1.Improve club organization and management system.2.Improve the operating income of the club and standardize the team name.3.Expand venue capacity and ticket sales channels.4.Optimize the broadcasting platform and improve the broadcasting quality.5.Increase the number of coaches and refine their responsibilities.6.Broaden the training channels of athletes' reserve force.